Date of Conferral
Doctor of Business Administration (D.B.A.)
The management of operations for a customer contact center (CCC) presents significant challenges. Management's direction is to reduce costs through operational efficiency metrics while providing maximum customer satisfaction levels to retain customers and increase profit margins. The purpose of this correlational study was to quantify the significance of various customer service representative (CSR) characteristics including internal service quality, employee satisfaction, and employee productivity, and then to determine their predictive ability on customer satisfaction, as outlined in the service-profit chain model. The research question addressed whether a linear relationship existed between CSR characteristics and the customers' satisfaction with the CSR by applying ordinary least squares regression using archival dyadic data. The data consisted of a random sample of 269 CSRs serving a large Canadian bank. Various subsets of data were analyzed via regression to help generate actionable insights. One particular model involving poor performing CSRs whose customer satisfaction was less than 75% top box proved to be statistically significant (p = .036, R-squared = .321) suggesting that poor performing CSRs contribute to a significant portion of poor customer service while high performing CSRs do not necessarily guarantee good customer service. A key variable used in this research was a CSR's level of education, which was not significant. Such a finding implies that for CCC support, a less-educated labor pool may be maintained, balancing societal benefits of employment for less-educated people at a reasonable service cost to a company. These findings relate to positive social change as hiring less-educated applicants could increase their social and economic status.